Tim works within the industrial practice. He has a depth of experience across sectors including, technology, construction, power & energy, chemicals and pharmaceuticals.
In addition to placing candidates in senior general management, operational and commercial roles within UK and international market leaders, Tim also heads our activities with high-growth SME and family businesses.
“Tim has enjoyed a successful career in strategic consultancy, during which he won a national award”
Prior to joining Warren Partners, Tim was a Consultant with Whitehead Mann, working within their industry practice. This followed a successful career in strategic consultancy (during which he won a national award) and line management roles in both the pharmaceutical and packaging industries.
Tim is an enthusiastic golfer who also enjoys painting and cooking (“where art meets chemistry”). He has also taken part in various triathlons and enjoys coaching and watching his boys play a variety of sports.
The length of time that CEOs stay in their jobs is becoming shorter. A 2017 report by PWC found that FTSE 100 and FTSE 250 CEO turnover rates are some of the highest in the world, with CEOs spending an average of just 4.8 years in the top job, down from a high of 8.3 years in 2010.
For large listed companies, governance guidelines state at least half the board should comprise independent non-executive directors. While the guidelines don’t apply to smaller growing businesses, there are compelling reasons why the right NED appointment makes sense.
When we think about diversity, it is identity or demographic differences that immediately spring to mind – factors such as race, age, gender, ethnicity or religion. Much less obvious or appreciated is cognitive diversity – the differences in the way that people think.
In a fiercely competitive market, it is the quality of our people, our market expertise and our commitment to “treating others as we want to be treated” which sets us apart.